Culture to drive business strategy Research consistently demonstrates that culture drives business value. Organisations with engaged and committed employees have higher levels of customer loyalty, revenues, profitability and employee retention.

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The 2017 Deloitte Global Human Capital Trends report reflects seismic changes in the world of business. This new era, often called the Fourth Industrial Revolution—or, as we have earlier labeled it, the Big Shift—has fundamentally transformed business, the broader economy, and society.

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The Center for the Edge has written extensively about how the world is changing, and about the implications and impact of this change on corporations. They have framed the deep structural shifts afoot and practices that institutions can adopt to thrive in the world to come. Now, this report addresses practices that individuals—not just leaders, executives, and top athletes, although many of their practices are relevant, but all of us—may need to adopt to thrive in this world.

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When we interview CEOs and boards in preparation for Executive Transition Labs, we often hear they expect the newly promoted or incoming executive to be an effective strategist. Yet, in the lab, I frequently find that transitioning executives cannot clearly articulate the process for framing strategy at their company, and sometimes, the critical strategy choices of the company.

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Culture is like an iceberg. The part that can be seen above the waves reflects the isolated behaviors and outcomes that can surprise and sometimes frustrate incoming executives. The bulk of it, though, the submerged part, comprises the “shared beliefs and assumptions” that are often shaped over generations and can sometimes punch a hole through titanic corporate initiatives.